From 'I am the company', to 'the company is each of us'

From 'I am the company', to 'the company is each of us'

Transforming the business environment forces leaders to transform themselves. The operating environment of companies is heavily influenced by the pace of change and the complexity of challenges. In this environment, characterized by high volatility, uncertainty, complexity and ambiguity, leaders have to perform well. Their mission is increasingly more difficult, and guaranteed recipes of success do not exist.

The leader formed in a stable business environment no longer corresponds to the current reality. So, such a leader either reformulates his model of leadership to be relevant, or he is squeezed out of the under-performance of the company he is leading.


For today's leader, the transition from the current situation to the future one goes through the following four stages:


1. Moving from a focus on "how to lead" to "how to develop yourself as a leader"

2. Moving from professional development to both professional and personal development

3. Complementing development through functional training and personal development with the responsibility for your own development

4. Conversion of the prejudice that leadership belongs to those in management to perceiving leadership as the potential of each colleague or employee

Based on these four stages of transition, we can distinguish as many trends in leadership:

1. Empowering oneself for personal development – shifting from the prejudice that the HR department or the manager is in charge with this development, to empowing each one of the employees for their personal development.


2. The more prominent concern for leadership development – the transition from acquiring skills (horizontal development) to changing the mental thinking framework and the leadership patterns (vertical development). The first is done with the help of an expert, the second is achieved through design thinking, coaching, emotional control, attention orientation, advanced communication skills.


3. Centered on the team and not just on a few managers – the transition from the exclusive and elitist perspective of leadership centered on one person, to the inclusive approach, when leadership is a collective process that harnesses the potential of each person and creates the conditions in that any employee access their leadership behaviors.


4. Designing innovative methods for developing leadership in the company – encouraging experimentation with new approaches that unconventionally combine new ideas and disseminate them in network with others. The leader must start any important change from people and for people, not from financial indicators for other better financial indicators.


The new paradigm of leadership takes its distance from hierarchical models or unidirectional communication, and cultivates the participatory style of the peer-to-peer network, geared towards bidirectional communication. The leader credits with chances each one of the employee and makes them responsible for their professional and personal development.


Each team member is a potential manager of the company and, in any case, the leader of his job incumbent. Everyone needs to be aware that bears responsibility for the results of the work, and the company depends on their performance. That is why it is necessary to be well prepared and to have the perspective of your own evolution.

Under the current conditions and transformations taking place in the business environment, skills are no longer a stable professional capital. These skills require permanent updating, otherwise they would become obsolete and morraly depreciated. Agility in learning, versatility in transcultural communication, creativity and self-knowledge are the mental design elements of the new business leaders